Production Manager

Cavender Collision CenterProduction Manager Job Description At Cavender Auto Group, our values define who we are and how we lead. We believe in… Cavender Collision CenterProduction Manager Job Description At Cavender Auto Group, our values define who we are and how we lead. We believe in… Integrity:Integrity guides us to always do the right thing. Empowerment:Empowerment means giving our people the tools, training, and trust to succeed Commitment:Commitment drives us to take care of our customers, our community, and one another Innovation; Innovation inspires us to continuously improve and find better ways to serve. Our mission is simple:To deliver exceptional experiences to those we serve. This means every interaction—with customers, vendors, and employees—should reflect respect, care, and excellence. Cavender Collision Centeriscurrently seeking an Production Manager tojoinour team. The Production Manager is responsible for daily execution of the production plan, accurate repair-phase tracking in CCC, and on-time delivery without compromising quality or process compliance. This role drives accountability across technicians, parts, paint, and detail through consistent communication, real-time status updates, and proactive issue removal

WE OFFER:

Family owned and operated Outstanding culture rooted in Integrity, Empowerment, Commitment, and Innovation Work/Life balance isvery importantto us Paid Vacation Team-focused environment Career growth opportunities with promotion from within Ongoing training and development Career Progression Plan Medical, Dental & Vision Insurance 401K with company match Paid Sick Leave Community involvement

RESPONSIBILITIES:

Core Responsibilities Production Dashboard Management (CCC) — Baseline & Accuracy Set a dashboard baseline every Monday morning and any day returning from PTO to capture changes made in your absence. In the CCC Production Dashboard, sort by technician and review each technician’s vehicles. Update each vehicle’s status based on the technician’s input—do not assume progress or answer for them. If a vehicle has not progressed due to factors outside the technician’s control: Require a commitment date and time for completion of the current phase (e.g., Body to Paint). Verify the adjustment will not cause a missed promise date. If it will, coordinate a plan (e.g., expedite phase completion or adjust downstream commitments such as reassembly duration). After the shop is fully updated and the dashboard is 100% current: Print a revised list for Parts to confirm and update their side. Ensure a production meeting occurs based on the updated plan. Daily Morning Production Meeting — Commitments & Visibility Run a morning meeting focused on: Vehicles committed to be completed today Vehicles committed to be completed the next working day Any special cases outside of those vehicles Ensure each team member commits to the schedule and surfaces blockers early. Note any vehicles needing extra attention and ensure they are clearly highlighted. Print and distribute the production meeting list—enough copies for attendees. Following Production Meeting SOP Repair Phase Management — Manage by Exception Use dashboard phase timing as a minimum expectation for cycle time. Extend repair phases only with a valid reason. Treat red phases as urgent indicators of a failing production line: Do not mark a phase complete unless you are 100% certain it is complete. Do not extend a phase simply to change red to yellow until the root cause is understood. When delays occur: Parts issue: Obtain a parts commitment (arrival date/time) and set timeline accordingly. Technician delay: Allow the technician to set a commitment date/time, then hold them accountable. Use red-phase management to target delays, not to replace the daily production walk. Daily Production Walk (2:00 PM) — Verification & Real-Time Updates Conduct a production walk daily at the same time (2:00 PM) Primary objectives, in order: Confirm all vehicles committed for today are truly on track to be completed Maintain an accurate dashboard Line out technicians to ensure all vehicles (including those due later) stay on schedule Update phases in real time using a laptop or CCC mobile app to ensure completed dates reflect accurately. Any vehicle falling behind its promise date requires: Immediate escalation Removal of blockers Additional resources as needed to prevent missing the promise date Daily Go-List – Achieving the Goal After the morning meeting is held, commitments are made, make any adjustments to vehicles which will be completed today. Move cars forward that will be done early Move cars back that will not be completed and ready to deliver today Run the Go-List from CCC Inspect the sales dollars and compare to the daily run rate goal. If below goal review for any opportunity to move cars forward. Print list and distribute to all estimators and GM. GM to hold staff accountable for getting cars QCed and paperwork completed so that all cars can be delivered that are completed. Quality Control — Inspect What You Expect Continuously verify quality during the repair process, not just at the end. Inspect and confirm: Repair procedures are read and followed Weld quality, including test welds Body work quality Color match and clear quality Reassembly correctness and completeness Partner with the GM to address issues and implement corrective action for repeated quality failures. Parts Execution & Accountability — Flow Depends on Parts Recognize parts as the “lifeblood” of the shop—production fails without correct parts at the correct time. Ensure Parts has what they need to order correctly and on time. Supplements and corresponding parts orders are completed timely Same-day parts posting, organizing, and mirror matching are happening consistently Hold the parts team accountable to commitments and work with the GM to add resources if required. Safety – In everything by everyone Safety should be the goal of every employee Verify that all safety policies are adhered to this includes but not limited to: Safety Glasses Rubber gloves when using chemicals Protective gloves when welding, grinding, hammering, etc. Ear protection when machines are in use Respirator and PAPR system usage Proper lifting techniques and teamwork If anyone is not adhering to safety policies or conducting themselves in a dangerous manner you must stop them. Repeated offensives should be brough to GMs attention and disciplinary action performed. Requirements Commitment to upholding Cavender Auto Group’s core values ofIntegrity, Empowerment, Commitment, and Innovation, while supporting our missionto deliver exceptional experiences to those we servein all interactions with customers, vendors, and employees Energetic, motivated, and punctual Clean driving record and valid Texas DL. Willingness tosubmitto a background check & drug screen prior to employment. At least one year of experience using electric buffers in a collision or auto body shop. We are an equal opportunity employer and prohibit discrimination/harassment without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal,stateor local laws JOB TYPE:Full-time; In Person. #J-18808-Ljbffr Cavender Auto Group